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Essay / Research Paper Abstract
This 7 page paper discusses several organizational diagnosis models to assess which may be most useful for Microsoft in determining strategy following their acquisition of Skype. The models assessed are the Force field Analysis of Kurt Lewin, the Nadler-Tushman Congruence Model, McKensey's 7 S's model and Weisbords Six Box Model. The bibliography cites 7 sources.
Page Count:
7 pages (~225 words per page)
File: TS65_TEODmicros.doc
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Unformatted sample text from the term paper:
competencies and the resources that result from the pooled organization, including the ability of Microsoft to support Skype with the market influence and distribution channels as well as resources, it
appears fair to assert that the acquisition could result in Skype creating a great deal of value. The question for the management is how the potential may be assessed and
realized. A number of organizational diagnostic models exist, each of which may be used and provide value, to optimise the process it is necessary to determine the most suitable model.
Falletta (2005), notes that organizational diagnostic models can be useful when assessing an organization in order to implement improvements. The diagnostician is likened to a physician, with the organization as
an organic system that can be examined, and the process of data gathering itself can act as a motivator for those concerned (Falletta, 2005). The use of a model in
the examination process may help to increase the understanding of organizational behavior, aid with categorising data and interpreting it as well as providing a shorthand or framework to use in
the analysis (Falletta, 2005). There are a number of model which can be used, each had some advantages and disadvantages, with each assessed in the context of Microsofts acquisition of
Skype. The first model to be assessed is the Force field Analysis of Kurt Lewin (1951). Lewin looked at the way changes took place in organization, and the way
that they were resisted. At any point in time an organization may be under competing pressures from inside and outside the organization (Falletta, 2005; Lewin, 1951). The driving forces are
those that drives the need for change, the restraining forces are those which cause resistance. The strength of this model is the simple concept; change of any type, planned or
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